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Change Leadership Watch
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Scooped by Deb Nystrom, REVELN
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Transform from Industrial Age Design: BetaCodex - Turn Your Company Outside-In!

How to build a devolved cell structured organization and leave the old, slow and bureaucratic structures behind.

As always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

       

Related tools & posts by Deb:

         

                

          

     

       

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


Deb Nystrom, REVELN's insight:

The Beta Codex network has the thinking and design that will help us finally leave old command and control structures, individualistic thinking behind.  Scientific management had its day, back in the 1950's in wide open economic markets.  In competitive, global, digitally powered, high speed markets, hierarchy is so last century.   It's time to change to agile, cellular design that is as adaptable as the next mobile phone operating system.  ~  Deb 

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From Twitter to a new kind of company with no managers, a "Holocracy"

From Twitter to a new kind of company with no managers, a "Holocracy" | Change Leadership Watch | Scoop.it

“Management perspective looks at reports as resources – like how can you get the maximum value out of this person,” Stirman says. “But when I think resources, I think like natural gas or coal mines. Thinking about a person’s life that way just seemed really dehumanizing.”


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He started spending one-on-one meetings talking to his reports about their lives, instead of their tasks, and productivity shot through the roof.

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Frustrated with poor results, he decided to go off script. He started spending one-on-one meetings talking to his reports about their lives, instead of their tasks, and productivity shot through the roof.
 

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“We don’t have a hierarchy of people, we have a hierarchy of circles.”

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“When you sit across a table from someone, ask them ‘What’s going on in your life?’ That will always remove more hurdles than asking them ‘What’s blocking you at work?’” he said.

Stirman hit another wall trying to shield his team from external drama and politics. “Classic management advice, and all my mentors told me that insulating your team from things so they won’t worry will make them more productive and happier,” he says. “But they just got angry, and confused, and disconnected. I was constantly censoring all this information and they were way happier when they knew everything.”

...“The structure is totally built around the work the company needs to achieve its purpose,” Stirman explains. “We don’t have a hierarchy of people, we have a hierarchy of circles.”


...But Medium isn’t just taking a revolutionary approach to digital publishing – it’s changing the way companies operate too. As one of the fiercest and most faithful adopters of Holacracy – a radical new theory of corporate structure – Medium is experimenting with a completely management-free environment that’s laser focused on getting things done. 


Read more: http://ow.ly/nKJBL

 


Related posts by Deb:

    
   

 

 

Deb Nystrom, REVELN's insight:

I have to wonder why this antiquated old-school management advice is still circulating to the likes of of this younger, IT saavy crowd.  Old habits die hard.  

This detailed article cites the positive side of letting go to embrace something very new.  The leader-writer, Jason Stirman, not a manager,  discovered a diverse motivations tool that seems to work for his group, and is in for the long haul on the manager-less experiment with Holacracy.   ~  Deb



 

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Marie Jeffery's curator insight, August 10, 2013 3:02 PM

Thanks for drawing our attention to this excellent post, Deb Nystrom!

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Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation | Innovation Playground

Why Traditional Business Transformation Doesn't Work: Co-Creative Transformation  | Innovation Playground | Change Leadership Watch | Scoop.it

Over 60% of companies out there are operating on a dated buisness model and 20% operating with a mental model that had expired for more than 5 years ago.


Business transformation traditionally takes the form of unfreezing to refreezing and briding the gaps in capabilities, mindset and performance.  This classic change model was ok for the olden days; it's too rigid to work now (unless we classify it as a slushie!)


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses design thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine

Innovative Company Award Winner, Guo Pei Interview Exclusive by Fashion Studio Magazine | Change Leadership Watch | Scoop.it

In trying circumstances, Guo Pei, now one of China's top fashion designers, became famous for her extravagantly made gowns that are close to perfection.


In 1997, she established Beijing Rose Studio, which made her the pioneer of Chinese Haute Couture.

In an exclusive interview for Fashion Studio Magazine, Guo Pei discusses the Chinese fashion market and her successful journey as a couture designer. She also talks about her unique approach to fashion design and reveals some of her ambitious plans for the future.

Deb Nystrom, REVELN's insight:

Fast Company selected Guo Pei as one of their 2014 Innovative Company award winners.  She's in the top 25 on the list for reviving the art of Chinese embroidery and craftsmanship. ~  D

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Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO]

Intuit's Scott Cook on Failed Global Expansion: 'We Should've Known Better' [VIDEO] | Change Leadership Watch | Scoop.it

Intuit founder Scott Cook and what went wrong the first time they rolled out the company's Quicken tax prep software worldwide.


It would see cultural due diligence was the lesson learned here.  

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We can launch,  ....but then the sales slowed way down.  

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Yes, it seems it was a ethnocentric blind spot.  Paraphrased:  ONLY in the US did we studying the customer & give them exactly what they wanted.  We didn't do that overseas.  

    

Excerpted:

   

We'd get meetings of our global teams together…  We could launch, could get the press, we could fill the channel, we'd get initial evidence.

   

But then the sales slowed way down.   

   

Visiting the Japanese:  150 people crammed into the biggest room we had.   Strategy, plan, dream.  He asked for questions.  In Japan, they don't ask questions of the big guy.  Silence.

   

One engineer, finally, cautiously raised his hand:  Why does our product for Japan look just like an American product?  It was built for Americans, not Japanese.   …And he was right.  Ultimately the root cause problem was too hard to overcome.

   

The root cause was baked into our early decision.   …We build them based on what we knew in the U.S.

   

See the full video here.

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